The Middle-Term Management Vision. June, 2010

Transcription

1 The Middle-Term Management Vision June, 2010

2 Basic Concept of the Middle-Term Management Vision Management Philosophy We will endeavor to enhance the corporate value of the company and make a broad contribution to society by manufacturing products that enable people to live fuller and more comfortable lives, with all employees striving to meet the confidence of customers through sound and fair corporate activities. Japan Vilene is proactive on taking the opportunity of the Company s 50th anniversary. is the generic name of highly functional products invented by integrating superior raw material technologies, production processes and finishing methods. responds to the product development needs of our customers. Japan Vilene strives to meet the expectations of our stakeholders through continuous innovations in business model efficiency, quality, cost, organization and operations. P.2

3 Development Process of A leading non-woven company Ongoing development of original technologies Joint development with raw material suppliers Cooperation with Freudenberg Accumulated know-how Superior Raw Materials Technologies Production Process and Equipment Advanced Converting Technologies New Technology Integration Technology Industrial Materials Automotive Materials New Business Nano Fiber Materials Air Filters Masks Transdermal Materials Apparel Interlinings Liquid Filters Cleaning Rolls Battery Separators Wadding Automotive Filters Automotive Floor Mats Automotive Interiors Automotive Headliners P.3

4 Expansion of Bioreactors Capacitor Separators Fuel Cell Components Nano Structural Sound Absorbing Materials Ultra Heat Spreaders Li-ion Battery Separators Dye-sensitized Solar Cell Components Transdermal Patch Base Materials Environmental Purification Filters Antiviral Filters Cell Culture Sheets P.4

5 Sales Target Five Years from Now Aim for consolidated sales of 70 billion yen by fiscal 2014 (Billion Yen) New business + 13 billion yen 50 Existing business + 11 billion yen 40 FY2007 FY2008 FY2009 FY2010 FY2014 *The above sales amounts are based on the existing accounting standard for FY2009. *New business + 13 billion yen and existing business + 11 billion yen are compared to FY2009 results. P.5

6 Key Targets Five Years from Now Sales (Million Yen) Ordinary Income (Million Yen) Net Profit (Million Yen) 59,020 70,000 6,500 3,900 50,239 48,000 45,837 4,379 2,434 1,905 1,972 2, ,500 1, /3 2011/3 2015/3 2008/3 2011/3 2015/3 2008/3 2011/3 2015/3 Return on Sales Return on Asset Return on Invested Capital > 11% > 9% 9% > 9% 以上 7.4% 7.7% 7.1% 3.8% 5.0% 4.3% 3.5% 4.7% 3.8% 2.5% 3.2% 4.4% 2008/3 2011/3 2015/3 2008/3 2011/3 2015/3 2008/3 2011/3 2015/3 *ROIC (Return on Invested Capital) = (Operating income + Equity profit )x(1-tax rate 40%) Shareholders equity + Debts with interests P.6

7 Eight Basic Strategies Promoting New New Business Expanding Overseas Business Rapidly Commercializing New New Developments Setting the the Direction for for Existing Business Optimizing Production Sites Sites Improving Operating and and Administrative Efficiency Cultivating the the Necessary Talent Talent Committing to to CSR CSR and and Environmental Management *CSR: Corporate Social Responsibility P.7

8 Promoting New Business makes it possible to develop new materials and to advance into new target markets for Healthcare, Ecology and Comfort, as well as into new geographic markets. We aim for sales of 13 billion yen from all new business in fiscal Medical products such as transdermal materials and masks contributing to a healthy and friendly life Healthcare Ecology Materials for next generation batteries and the smart grid, and recycled fibers helping to protect the environment Comfort Deodorizing filters and automotive interiors contributing to comfortable living space and quality of life P.8

9 Expanding Overseas Business Increase sales and profit of the overseas business, and equity in earnings of affiliates in our priority regions of North America and Asia through effective use of our global networks. Asia Battery separators, Automotive floor mats / headliners / interiors, Transdermal materials, Apparel interlinings and Air-filters Automotive floor mats / headliners / interiors, other Automotive related business and Transdermal materials North America P.9

10 Rapidly Commercializing New Developments Reforming the conventional development system for the rapid commercialization of new developments by MOT with Integration Technology Raw Materials Production Process Converting - Create new core technology. - Strengthen integrated technologies. MOT - Reform the development system. - Collaborate with outside institutes and networks. Rapid Commercialization of New Developments *MOT: Management Of Technology P.10

11 Setting the Direction for Existing Business Set the direction of existing business and actively pursue a concentration on core competencies, optimization and efficiency, and a review of business models. Concentration on core competencies Battery separators Transdermal materials Liquid filters Automotive floor mats (North America and China) Masks (Converting) Automotive floor mats (Domestic) Automotive cabin air filters Air filters Apparel interlinings Masks (B to C) Air filters Promotion of optimization and efficiency Review of business models P.11

12 Optimizing Production Sites Optimize global production to meet the expectation of our customers. Set the direction for domestic production sites based on the features of each plant for high efficiency production. Global Production Sites China Korea Japan North America Other regions Domestic Production Sites Shiga Plant Build environmentally friendly production lines Create more value through better conversion Making use of the infrastructure Set the direction for each function Tokyo Plant Produce highly functional and value-added products State-of-the-art production lines (labor-saving and high efficiency) Strengthen pilot lines * Shiga plant includes the group companies P.12

13 Improving Operating and Administrative Efficiency Improve capital and cost efficiency by the continuously adopting Innovative administration, strengthening SCM and reviewing the cost structure, and aim to increase cash flow. Innovation of Administration Take advantage of ERP and IT. Consolidate organizations and the functions of related work. Strengthening SCM Rationalize supply logistics. Strengthen group cooperation in SCM. Efficient operation of working capital Optimization for cost efficiency Review of Cost Structure Reduce variable costs. Improve the cost structure by reducing fixed costs. Increase Increase Operating Operating Cash Cash Flow Flow * ERP:Enterprise Resources Planning, SCM: Supply Chain Management P.13

14 Cultivating the Necessary Talent Recruiting and training the necessary talent is one of the most important elements in executing the global management vision, requiring us to define the talent needed and pursue our human resources strategy. Human Resources Strategy to Cultivate the Necessary Talent Overseas Human Resources Strategy Training Program Necessary Talented People Strategic Recruitment Local Recruitment and Training Improving Local HR Systems Reforming HR Systems Training as Overseas Strategy Planner Training as Local Operation Manager P.14

15 Committing to CSR and Environmental Management Place a major emphasis on compliance, and maintain and reinforce corporate governance, regulations and systems as the norm for sound and fair corporate activities. In accordance with fundamental environmental principles, operate under a reduced environmental impact and continuously supply environmentally friendly products. Systems and Regulations The norms of Behavior CSR Charter Corporate Governance System Board of Company Auditors, CSR Committee, Internal Auditors Committee, Personnel Committee Environmental Management Environment Basic Philosophy, Environment Direction, Environment Report P.15

16 Statements and information provided in this document other than historical facts represent the future direction of the Japan Vilene Group, and are forecasts and forward-looking statements that reflect expectations and strategies. A number of important factors could cause actual results to differ materially from those in the forecasts and forward-looking statements. Statements and forecasts in the document do not imply a guarantee of actual outcomes in the future. P.16